Grainger Annual Report & Accounts 2012GRI Index
The Global Reporting Initiative (GRI) is a network-based organisation that has developed the world’s most widely used sustainability reporting framework and is committed to its continuous improvement and application worldwide. The reporting framework sets out the principles and indicators that organisations can use to measure and report their economic, environmental, and social performance.
We believe that reporting in line with GRI guidelines demonstrates to readers our commitment to best practice disclosure. On this basis, we are aligning our profile disclosures and key performance indicators to level ‘C’ under the Global Reporting Initiative’s Sustainability Reporting Framework.
Please note: we have benchmarked our reporting against the updated Global Reporting Initiative sustainability reporting guidelines [GRI: G3]. We assess our application of the GRI reporting framework to be at level C. In 2012/13 we will assess our reporting against GRI CRESS and aim to comply with this sector guidance.
| GRI No. | GRI Indicator | Grainger Response |
| 1.1 | Statement from the most senior Grainger decision maker about the relevance of sustainability to Grainger and its strategy. |
Available in: |
| 1.2 | Description of key impacts, risks, and opportunities. |
Available in: Grainger's Annual Report - Business Review (page 39) |
| 2.1 | Name of the Organisation |
Grainger plc |
| 2.2 | Primary brands, products and services |
Available in: Grainger's Annual Report - CEO Strategic Overview (page 7) Grainger's Annual Report - Business Review (page 16) |
| 2.3 | Operational structure of the organisation |
Available in: Grainger's Annual Report- CEO Strategic Overview (page 7) Grainger's Annual Report - Business Review (page 16) |
| 2.4 | Location of organisation's headquarters |
Grainger plc |
| 2.5 | Number of countries where the organisation operates and names of countries |
UK and Germany
|
| 2.6 | Nature of ownership and legal form |
Public Limited Company (plc) |
| 2.7 | Markets served (including geographic breakdown, sectors served and types of customers/beneficiaries) |
Available in: Grainger's Annual Report - CEO Strategic Overview (page 7) Grainger's Annual Report - Business Review (page 14) |
| 2.8 | Scale of the reporting organisation, including:
|
Available in: Grainger's Annual Report - CEO Strategic Overview (page 7) Grainger's Annual Report - Operating Review (page 16) Grainger's Annual Report - Consolidated Income Statement (page 62) |
| 2.9 | Significant changes during the reporting period regarding size, structure, or ownership. |
Available in: Grainger's Annual Report - Chief Executive Review Grainger's Annual Report - Operating Review Grainger's Annual Report - Consolidated Balance Sheet |
| 2.10 | Awards received in the reporting period |
Not applicable for 2010/11 |
| 3.1 | Reporting period for information provided. |
Financial year: 1 October 2010 - 30 September |
| 3.2 | Date of the most recent previous reports |
1 September 2010 - 30 October 2011 |
| 3.3 | Reporting cycle |
Annual |
| 3.4 | Contact point for questions regarding the report or its contents. |
Available in: |
| 3.5 | Process for defining report content, including:
|
Available in: Our Approach - Ethos Our Approach - Stakeholders Our Approach - Risks & Opportunities |
| 3.6 | Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). |
Available in: |
| 3.7 | State any specific limitations on the scope or boundary of the report |
Available in: |
| 3.8 | Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organisations |
Available in: |
| 3.9 | Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. |
Available in: Grainger's Annual Report - Corporate Responsibility (page 30) Historic KPIs - Footnotes |
| 3.10 | Explanation of the effect of any re-statements of information provided in earlier reports and the reasons for such re-statement. |
Available in: Historic KPIs - Footnotes |
| 3.11 | Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. |
Available in: |
| 3.12 | Table identifying the location of the Standard Disclosures in the report. Identify the page numbers or web links where the following can be found:
|
Available in: This section |
| 4.1 | Grainger's Governance structure, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight. |
Available in: Annual Report - Corporate Governance Report (page 44) |
| 4.2 | Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organisation’s management and the reasons for this arrangement). |
Available in: Annual Report - Corporate Governance Report (page 44) |
| 4.3 | For organisations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. |
Available in: Annual Report - Corporate Governance Report (page 44) |
| 4.4 | Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. |
Available in: Annual Report - Director's Report (page 57) |
| 4.5 | Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization’s performance (including social and environmental performance). |
Available in: Annual Report - Corporate Governance Report (page 44) |
| 4.6 | Processes in place for the highest governance body to ensure conflicts of interest are avoided. |
Available in: Annual Report - Corporate Governance Report (page 44) |
| 4.7 | Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization’s strategy on economic, environmental, and social topics. |
Not currently reported. |
| 4.8 | Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. |
Available in: |
| 4.9 | Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. |
Available in: |
| 4.10 | Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance. |
Available in: |
| 4.14 | List of stakeholder groups engaged by the organisation. |
Available in: |
| 4.15 | Basis for identification and selection of stakeholders with whom to engage. |
Available in: |
| 4.16 | Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. |
Available in: |
| 4.17 | Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. |
Available in: |